The Best Hotels In Barcelona For Food Lovers
When it comes to eating well, few cities in the world can compete with Barcelona. On your next vacation here, why not start by booking a hotel with some top-notch gourmet credentials?
The Roof at The Barcelona EDITION.
To help you make the right accommodation choice, here are the best hotels in the Catalan capital with restaurants worth traveling for—from the Michelin-approved temples of fine dining, to bustling tapas bars, an upscale sushi spot, and not one, but two , rather excellent steakhouses.
Pigeon from Las Landas in its juice, fruit marmalade and vegetable nuances at Lasarte.
With no fewer than four Michelin stars under its roof, it’s hard to rival Barcelona’s Monument Hotel for culinary excellence. One-star Oria has a more casual approach to fine dining, while three-star Lasarte goes the whole hog, with dishes like squid tartare with liquid egg yolk, onion and kaffir consommé, or Wagyu ravioli and glazed eel, iodized cream, horseradish and caviar, which is bound to bring a tear to your eye. Meanwhile, the top-floor Verbena restaurant serves breakfast, lunch, and Sunday brunch—with rooftop views included. All three are led by Spain’s most Michelin-starred chef, Martín Berasategui.
Moments Restaurants at Mandarin Oriental, Barcelona.
There are many reasons why Mandarin Oriental, Barcelona consistently gets named as one of the best hotels in Spain: from its unrivaled comfort and ultra-discreet staff, to the exceptional food and beverage offerings. The highlight is the two-star Michelin Moments, by Carme Ruscalleda—the first woman to be awarded seven Michelin stars—and her son Raül Balam, whose current tasting menu is a delicious work of art inspired by Salvador Dalí’s recipe book ‘Les Dîners de Gala ‘. There’s also Blanc, a light-filled atrium serving locally-inspired Mediterranean cuisine, Banker’s Bar, one of the city’s best cocktail bars, and, in summer, the rooftop Terrat, by Peruvian chef Gastón Acurio.
Nobu Restaurant with views of the Sagrada Famlia.
Despite its somewhat unfashionable location opposite Sants train station, it’s safe to say Nobu Barcelona is one of the city’s hottest openings in recent years. Rooms deliver signature Nobu minimalism with dimmed lighting and sexy wooden bathtubs, and there’s even a dreamy subterranean Natura Bissé spa. But the real piece de resistance is the achingly hip top-floor Nobu Restaurant, with views spanning all the way from Tibidabo mountain, past the Sagrada Família, down to the beach—not to mention some of the best sushi in town, of course.
Caelis is known for its popular tasting menus.
Take a stylish address in central Barcelona, add the youngest French chef ever to win a Michelin star, and what have you got? Why, Caelis restaurant at Ohla Barcelona, of course! This one-star Michelin fine-dining temple is by Chef Romain Fornell who was first recognized by the people at Michelin at the age of 24. Since then, he has built a mini restaurant empire in Barcelona, of which Caelis is the crowning glory. The popular 13-course seasonal tasting menu includes dishes like frozen vichyssoise with trout eggs, and a mind-blowing combination of smoked eel with artichoke and foie gras.
Michelin-starred Catalan chef Marc Gascons is behind the restaurant at Serras Hotel.
Serras Hotel Barcelona is very much everything a boutique hotel should be. Hiding in plain sight in the midst of the Gothic Quarter, it is peaceful and discreet, with exceptional personalized service and some of the comfiest rooms in town. Its rooftop and ground-floor Informal restaurant, by Michelin-starred Catalan chef Marc Gascons is an under-the-radar favorite among local foodies. Gascons’ take on spicy patatas bravas is up there with the best, while his organic chicken cannelloni with mushroom béchamel will take you right back to your grandma’s kitchen.
Tapas at Bodega Bonay at Casa Bonay.
While it’s no secret that Casa Bonay is one of Barcelona’s trendiest boutique hotels, what you may not know is that it is also home to some of the city’s hottest eating and drinking spots. The ground-floor Libertine bar mixes a mean Three Gin Martini, while Bodega Bonay is a low-key foodie hotspot serving creative tapas like the moreish artichoke tatin (a savory take on tarte tatin with—you guessed it—artichoke instead of apple). On summer nights, the rooftop Chiringuito is the place to feast on barbecued lamb chops and succulent Criollo-style Iberian pork blade.
Amar Barcelona: the fine-dining restaurant El Palace deserves.
When El Palace opened in 1919 as the Ritz of Barcelona it was the city’s first five-star luxury hotel. These days, the competition may be fiercer than ever, but El Palace has retained its reputation as one of the most glamorous spots in the city and—as of last year—it also has the fine-dining restaurant it deserves. Amar, which specializes in fishy delicacies like oysters, red Mediterranean shrimp and caviar, completes a superb food and beverage offering that also includes the ultra-romantic jasmine-blossom-filled Rooftop El Palace and the buzzy Bluesman Cocktail Bar.
A hotel as achingly trendy as Sir Victor deserves a restaurant to match and Mr. Porter doesn’t … [+]
Set within spitting distance of Gaudí’s La Pedrera, Sir Victor knows what modern travelers want: a bustling city center location, comfy, on-point design, and a hip rooftop where the beautiful people congregate on summer nights. It goes without saying that somewhere as achingly trendy as this needs a restaurant to match and Sir Victor’s resident Mr. Porter doesn’t disappoint. Don’t be fooled by the “steakhouse” billing; Mr. Porter is also a dab hand at everything from zucchini carpaccio to roasted sea bass and the unmissable jumbo shrimp salad with corn, avocado and chili.
Bar Veraz at The Barcelona EDITION.
The unbeatably located Barcelona outpost of Marriott’s ultra-chic Edition brand is the hotel that has it all. Spend the day enjoying the show-stopping views and fresh takes on Asian street food on the Roof, before heading to the ground-floor Bar Veraz for dinner. Here, flavor-packed yet unpretentious Mediterranean dishes are prepared using top-notch seasonal ingredients from the neighboring Santa Caterina market, known for its undulating mosaic roof. Once the sun sets, sip a signature cocktail in the Punch Room before dancing the night away in the Cabaret nightclub.
The leafy open-air patio at Solomillo.
Part of Hilton’s Curio Collection, the Alexandra Barcelona Hotel may not look like much on the surface but ignore it on your peril. Not only do the top-floor suites with their spacious terraces and open-air bathtubs offer some of the best-value stays in town, the onsite Solomillo restaurant also serves some of the city’s finest steaks. Choose your meat according to your preferred breed, cut, and weight—before adding sides and sauces—for a feast worthy of the most die-hard carnivores. On balmy summer nights, enjoy it on the hotel’s leafy open-air patio.
Lobster, tomato and coral salad at Michelin-starred Enoteca.
A landmark of luxury hospitality since it opened in 1994, this beachfront Ritz-Carlton property has everything you’d expect from a hotel of its caliber. The 483 rooms include 28 serviced penthouses, set on the upper floors of the hotel with a private reception and concierge, while the aptly named 43rd-floor 43 The Spa offers exclusive treatments and panoramic views. Hotel Arts has a poolside restaurant and a cocktail bar, but the real standout is the two-star Michelin Enoteca Paco Pérez, named after its superstar chef whose love of seasonal Catalan produce from the land and sea and shines through in his elegant tasting menus.
The Lag in Food and Beverage Recovery
Written by: Robert Mandelbaum and Andrew Hartley
According to CBRE’s September 2022 Hotel Horizons® forecast for the overall US lodging industry, rooms revenue per-available-room (RevPAR) will exceed 2019 annual levels in 2022. This is driven by the accelerated recovery of average daily rate (ADR) which first occurred during the third quarter of 2021.
For owners and operators of full-service, convention, and resort hotels, unfortunately, food and beverage (F&B) revenue is lagging in recovery and yet to return to pre-COVID levels. This can be attributed to a combination of the following factors:
- Health regulations
- The lag in group demands recovery
- Staffing shortages
- Relaxed brand standards
- Cost control measures
To gain a better understanding of recent trends in hotel food and beverage within US hotels, CBRE analyzed the F&B department revenues, expenses, and profits of 1,228 properties that reported F&B revenue to our annual Trends® in the Hotel Industry survey each year from 2015 through 2021. Estimates for 2022 F&B revenues, expenses, and profits were made based on the performance of a sample of 1,000 hotels through August of 2022.
In 2021, these 1,228 hotels averaged 329 rooms in size, and achieved an occupancy of 47.6 percent along with a $190.13 ADR. Before COVID, the occupancy level for these same hotels was 75.3%, with an ADR of $205.24.
The sample consists of three property types:
- Full-Service Hotels – Properties that offer some degree of F&B service through restaurants, lounges, and in-room dining, plus a limited amount of meeting and banquet space.
- Convention Hotels – Properties that offer frequently offering multiple F&B venues, in-room dining, plus extensive meeting and banquet space.
- Resort Hotels – Hotels that offer extensive recreational facilities. F&B facilities and services may be limited, or extensive.
Excluded from this analysis were limited-service and extended-stay hotels that only offer complimentary food and beverages.
Revenues
In 2020, total F&B department revenues measured on a dollar per-available-room (PAR) basis declined by 72.5 percent. This is greater than the fall off in total hotel revenue of 67.5 percent. Despite growth in 2021 and 2022, CBRE estimates that the 2022 annual F&B revenue levels for the hotels in our sample will be just 88.3 percent of 2019 levels at year end.
The relative F&B revenue recovery by property type follows the overall demand patterns for the various categories. For 2022, full-service F&B revenues are estimated to be 18.6 percent behind 2019 levels. These hotels are frequently dependent on individual business travelers, the demand segment that has struggled the most to return. Group demand has shown some degree of revival, supporting the ability of convention hotels to return to 92.5 percent of their 2019 F&B revenue levels. Given the strong resurgence in leisure travel, CBRE estimates that resort property F&B revenue will surpass 2019 volume in 2022 by 15.7 percent.
While F&B revenue on a PAR basis has yet to recover to 2019 levels, F&B revenue on a per-occupied-room (POR) basis has. As of August 2022, F&B revenue on a POR basis is on pace to be 13.8 percent above 2019 sales. Analyzing the revenue sources within the F&B department that have increased at the greatest pace since 2019 provides some insights into the POR growth. Strong gains in venue revenue indicate increases in menu prices since cover counts are believed to be reduced. In-room dining gains reflect the desire of people to stay in their guest room and away from the density of a restaurant dining room. Finally, we have seen strong gains in public room rental revenue, concurrent with relatively tepid growth in banquet revenue. This is indicative of an increase in local business meetings, and local catering events that supply their own food and beverages. Increases in local F&B revenue contributes significantly to a rise in revenue on a POR basis.
Trends Influencing F&B Revenue
Towards the end of 2021 and going into 2022, social group functions, such as weddings, galas, reunions, etc. ramped up aggressively. Full-service and convention hotels in corporate or downtown locations, which historically served midweek events, have been filling up on the weekends. This is reflective of the pent-up social group demand generated by the cancellations in 2020 and early 2021. Social groups are varied and could lead to inconsistent pricing of F&B services.
Properties with aggressive food and beverage planning such as rooftop venues, active lobby bars, or signature restaurants, are leaning up faster than other competitors as the F&B amenity is potentially a major leisure and small group/events draw for local diners and travelers alike. Furthermore, pre-pandemic, the industry was pushing towards over-sized, trendier, bar-centric F&B outlets to differentiate among traditional competitors. Many of the new designs did away with the isolated prototypical restaurant space and treated the entire lobby as an F&B outlet. This creates a sense of place and an active environment at check-in and in-turn drives greater F&B revenues with greater efficiency, and an increase in overall ADR. This trend looks to be continuing despite the disruptions from COVID. Moreover, these less traditional food and beverage models are flexible and can operate as counter-service grab and go, or full-service, depending on brand standards, time of day, location, and guest profile.
In general, operators have had to re-configure their F&B standards and service to accommodate local health and brand restrictions. Some of these efficiencies are sticking and have contributed to a more dynamic F&B service style.
Expenses and Profits
While lagging revenues are troublesome, the rise in F&B operating expenses is becoming a greater concern. CBRE estimates that by year-end 2022, the F&B department profit margin for the hotels in our sample will be 27.7 percent. This is less than the 30.5 percent profit margin achieved in 2019.
Labor and costs of goods are the primary contributing factor to the reduction in profit margins. The country is at near full-employment and low wage driven hotels/restaurants are susceptible to this dynamic. According to various interviews, individual position wages have grown 20 percent to 40 percent over 2019 levels as F&B outlets are struggling to re-staff and maintain. Food prices have increased over 10 percent relative to 2021 and inflationary concerns are continuing.
Fortunately, these costs have been somewhat mitigated with streamlined staffing, and greater menu pricing. As mentioned earlier, the shift in restaurant service styles lends itself to potentially eliminating various redundant positions. Additionally, these new F&B outlets offer smaller and focused menu planning with better quality, but less quantity and selection.
In 2021, the cost of food and beverages sold increases at the greatest pace (67.6 percent) among all department expenses. This was followed by salaries and wages (42.9 percent) and then other operating expenses (35.7 percent). Only a reduction in payroll-related expenses (-20.9 percent) helped to moderate total F&B department expense growth. The reduction was the result of fewer severance payments made in 2021 compared to 2020.
Unfortunately, we believe these expense trends from 2021 have continued into 2022, without the benefit of the payroll-related reductions. During the early stages of 2022 we observed some operating efficiencies and growing margins, but those have been on a downward trend since April as inflation has risen.
Given these relative changes in revenues and expenses, CBRE estimates that F&B department profits PAR will be just 80.2 percent of the profits earned in 2019. Like department revenues, full-service F&B profits will lag the most in 2022, while resort hotels will enjoy a 19.8 percent premium in F&B profits over 2019.
The Future
Leading up to COVID, the F&B space within the hotels has long been a ‘necessary evil’. This less profitable department posed greater day to day risks. The industry started introducing flexible, lifestyle F&B offerings that follow current dining trends and potentially mitigate fixed expenses. Concurrently the modern traveler and diner have drifted away from hands on service styles in favor of higher quality food and streamlined service.
Within the free-standing restaurant space, fast-food and table service dining are merging, and the high quality $25 dollar burger wrapped in paper served at the counter is here to stay. F&B hotels, and hotels in general, are following a similar trajectory. Limited service is merging with full-service. Smaller limited-service dining rooms combined with craft cocktails and artisanal appetizers are redefining what the modern guest values in their hotel stays.
Looking forward, the industry will continue to balance standards, service, efficiency and quality to maximize profit and reduce risk. From a group/conference perspective, event space is becoming more varied with unique alternatives to supplement the traditional ballrooms, junior ballrooms and breakout spaces. Depending upon location, new outliers in the space include screening rooms, sound studios, art galleries, tech focused eSport/game rooms, and/or rooftop venues. The pandemic was detrimental to the F&B space but potentially accelerated the various trends the industry was initially sluggish to adopt.
This article was originally published by CBRE Hotels and has been shared on HFTP Connect for the benefit of HFTP hotel finance members.
Robert Mandelbaum is director of research information services for CBRE Hotels Research. Andrew Hartley is vice president of CBRE’s Northeast Advisory practice. To benchmark the food and beverage revenues and expenses of your hotel(s), visit pip.cbrehotels.com/benchmarker. This article was published in the November/December 2022 edition of Lodging.
HFTP Presents: 2022 Year in Review
For HFTP, the year 2022 saw the return of some of its most popular initiatives and the launch of a successful new program. It marked the bittersweet departure of some beloved HFTP leaders, and the arrival of enthusiastic individuals ready to take up their mantles. Ready for a rundown of the most noteworthy highlights of the year? Keep reading.
The Return of the Biennial Compensation and Benefits Report:
Hospitality professionals regularly reach out to HFTP seeking the latest version of this long-standing research report. Over its 30-year history, this report has helped countless professionals gauge the latest industry trends to determine appropriate pay and benefits for themselves or their employees.
This is especially indispensable data in light of the staffing challenges that are currently afflicting the industry; competitive wages and benefits often make the difference in recruiting new talent to your organization and retaining top performers. Following a two-year hiatus during the Covid-19 pandemic, the latest data (2020-2022) is now available, and it is free to active HFTP members. Learn more here >>
The Return of E20X to HITEC North America:
Last seen at HITEC North America in Minneapolis three years ago, HFTP’s extremely popular startup pitch competition made a triumphant return to HITEC Orlando in 2022. Eight hospitality technology startups brought their exciting business concepts to the HITEC Headliner stage and show floor this past June.
The Judge’s Choice Award went to process automation specialist RobosizeME, whose virtual robots help hospitality companies automate hotel operational processes including reservations, revenue management, group sales, events and more. The People’s Choice Award went to Florida-based Beachy, which serves resorts with reservation activities and mobile food and beverage solutions to improve the guest experience.
An E20X competition also took place at HITEC Dubai this year, where eTip won the E20X Judge’s Award, S-Rate won the Judge’s Choice Semi-Finalist Award, and Turpal was chosen by HITEC attendees to receive the People’s Choice Award. Read this blog post written by one of the E20X Dubai competitors on their experience participating in the event.
Applications have just opened for E20X North America 2023, which will be held on June 28 in Toronto. Learn more at HFTP News >>
The Launch of the HFTP Leadership Excellence Series:
The new HFTP Leadership Excellence Series program debuted to great success in January 2022, quickly reaching its capacity of 100 individuals. This member-exclusive program helped participants cultivate new leadership skills and knowledge through virtual sessions held throughout the year, which included lectures presented by hospitality leaders, book clubs, hot topic webinars, and idea-brainstorming exchanges. The participants were recognized in a special reception at the HFTP 2023 Annual Convention last October.
On the heels of its inaugural victory, the Leadership Excellence Series will return in 2023, with applications now open through January 13. Learn more at HFTP News and don’t miss your chance to participate next year. This program is expected to fill up quickly once again.
The Global Board Experiences First Transition Since 2020:
The year was also marked by the departure of Mark Pate Sr., CHAE, CHTP, MBA from his role as HFTP Global President. Having spent two years in this capacity, Pate served as the association’s fearless leader throughout much of the Covid-19 pandemic, guiding HFTP’s growth and initiatives during a time of rapid, uncertain change in the hospitality industry. Read his final “Letter from the HFTP Global President” blog post to learn more about his experiences leading the HFTP Global Board.
As of this past October, Neil Foster, CHTP, MBA has stepped into the role with enthusiasm to continue building on Pate’s legacy. He brought with him to this new position over 25 years of professional experience in hospitality technology. Get to know the new HFTP Global President in this introductory blog postwhere he describes his international career journey and decades-long relationship with HFTP.
A Change in HFTP’s European Governance:
Carl Weldon, HFTP’s COO Europe since 2016 and a beloved member of the HFTP staff, announced his retirement in 2022. HFTP bade him a celebratory farewell during an HFTP Europe meeting at the citizenM London Tower on October 26. Read this entertaining tribute from HFTP CEO Frank Wolfe, CAE, FIH.
A familiar face now presidents over HFTP’s presence in Europe. Carson Booth, CHTP became HFTP’s new COO Europe as of November 1. The association will benefit from his decades of international, hospitality industry experience in management and technology-centered positions. Booth has been involved with HFTP for many years, volunteering his expertise on multiple HFTP boards, including as chair of the HITEC Europe Advisory Council.
Learn more about Booth’s appointment as COO Europe on HFTP News >>
Engaging Students Remains a Top Priority:
HFTP consistently seeks to engage hospitality students as future leaders of the industry. Two initiatives, which have been successful year-over-year to achieve this goal, produced great results in 2022.
Every academic semester, the HFTP/MS Global Hospitality Graduate Student Blog Competition generates unique hospitality research, and the Fall 2022 edition was no exception. A panel of expert judges representing HFTP selected the top-scoring blog posts, which explore financial aspects of the increasingly popular glamping business model in hospitality; the impacts of environmental, social and governance (ESG) issues in asset management; the transformation of the traditional dining experience using augmented reality (AR) and 3D modeling; and the implementation of virtual reality (VR) to revolutionize employee training techniques.
The winning blog posts will be published on HFTP over the next few months.
Learn more on HFTP News >>
the HITEC Student Volunteer Program provides students the opportunity to volunteer behind the scenes at HITEC North America. In exchange for assisting HFTP staff throughout the conference, the students are provided with a complimentary full conference registration and housing accommodations. For the student volunteers, the program is a significant opportunity to network and learn from the brightest minds in the industry.
Two students who participated in the HITEC Student Volunteer Program in 2022 shared their experiences in blog posts on HFTP Connect. You can read all about their time at HITEC Orlando in Part One and Part Two.
Did You See These HFTP Chapters in Action?
While HFTP is a global association, we also understand the importance of building connections at the local level. HFTP’s chapter system fosters these connections through meetings, educational opportunities, philanthropic activities and social networking events. HFTP chapters were very busy in 2022 – check out this blog post to get a glimpse at some of the activities that HFTP chapters did this year.
A Look Ahead to 2023
As 2022 ends, HFTP has already begun to look ahead to everything 2023 has to offer. Don’t miss out on the many events and opportunities already scheduled to take place in the new year – the HFTP 2023 Leadership Excellence Series (kicking off January)the HFTP 2023 Club Summit (March 27-28), HITEC Dubai 2023 (May 23-24), HITEC Toronto 2023 (June 26-29), and E20X Toronto 2023 (June 28) … just to name a few. See you in 2023!
Here Is Why ESG Holds Significance in Asset Management
Written by Shivam Sharma
As an institutional investor, consider your investments — a hotel, club, restaurant, anything. Being an investor requires knowing how to allocate the appropriate funds to the right assets at the right time. But what if you have someone who can intricately manage that for you? This is where an asset manager would step in and decide what exactly investors should expect in returns from their assets. They define the metrics and targets to be achieved so that the entire asset is optimized to its maximum potential. Then, there is ESG: environmental, social and governance.
- Environment: issues related to the quality and function of the natural environment and systems around which the asset operates.
- Social: issues related to the rights, well-being and interests of the people and communities.
- Governance: issues related to the way companies are managed and overseen.
Investors have always been the key force for asset managers’ adoption of ESG strategy. About 85 percent of hedge fund managers have estimated that institutional investors are the biggest drivers of ESG funds, and the percentage of investors implementing ESG rose by 18 percent from 2019 to 2021.
With ever-increasing risks surrounding the environment, renewable energy, human rights, business ethics and labor standards —governments, companies, institutional investors and their asset managers are now questioning the extent to which their assets are responsible for the damage that has been caused. They are also exploring what can be done to mitigate these risks in the future, so that they are optimizing each asset to its best capacity. Investors and asset managers are smart enough to identify which assets show genuine ESG compatibility and, with the help of the regulators, provide oversight of green funds doing what they are intended to do and living up to their branding. To make the most of the funds and fulfill their purpose, asset managers are required to define the overview and context of what ESG means to them when identifying the metrics for their assets’ performance. It comes not only from the financial point of view; the ESG lens can be a solid risk-management tool with non-financial outcomes.
The non-financial factors that affect the performance of the assets must be managed well because they tend to be more efficient, aligned with the preferences of the investors, and generally less exposed to the risks by various regulators from different domains. But one may ask: what would be the non-financial ESG factors that asset managers may consider for their investment performance? Let us take a look:
- Environment: greenhouse gas emissions, climate change resilience and pollution control (water, water, noise and light).
- Social: workplace safety, cybersecurity and data protection, human rights and local stakeholder relations.
- Governance: fiduciary duty, board diversity, bribery and corruption, executive compensation and independence of chair and board.
Asset managers must work closely with investors to create their own policies and standards. Lack of standardization provides an operational burden on asset managers, thanks to additional due diligence requests and customized reporting for prospective investors. As asset managers begin to set their own ESG policies and/or offer ESG products, managers must consider their overall ESG investment strategy (ie, active versus passive ownership) and implement policies to support that chosen strategy. Lastly, the emphasis on ESG investment is picking up globally and regulatory bodies either already mandate how asset managers meet and disclose ESG objectives, or they are determining how they should bring forth regulations. For managers and investors who decide to set an ESG policy and offer responsible investment products, they must determine the regulatory requirements for each region and the legal jurisdiction in which they operate, as there is not yet alignment on global standards.
While it may come with operational challenges, asset managers must consider ESG across the whole office. Front office teams must ensure their investment screening and portfolio construction decisions align with ESG mandates and investors’ expectations, while compliance and regulatory teams in the middle and back offices have to provide a review function for adherence to mandates and regulations. Thus, asset managers will want to explore how to proactively include ESG mandates in the assets to help ease pressure and support the smooth transition of socially responsible investing.
An emphasis on ESG investing may be in the early stages in most regions of the world. Still, its impact will only advance as governments and society place more importance on managing climate risks and socially equitable business practices.
This blog post tied for First Place in the Fall 2022 HFTP/MS Global Hospitality Business Graduate Student Blog Competition presented by the HFTP Foundation. Participants are students participating in the Master of Science in Global Hospitality Business, a partnership between the Conrad N. Hilton College of Global Hospitality Leadership at the University of Houston, the School of Hotel and Tourism Management at Hong Kong Polytechnic University and EHL. The blog posts that received the top scores will be published on HFTP Connect through March 2023. Learn more at HFTP News.
Shivam Sharma is a student in the Master of Science in Global Hospitality Business with aspirations in asset management. He has four years of experience in the hospitality industry and has worked for Marriott International in their revenue management operations from 2019-2021.
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